Organizzazione Aziendale e Business Model Canvas

Domande e Risposte di Organizzazione Aziendale

• Segmenti di clientela: If a company has two or more customer segments, their corresponding value propositions should be interdependent. Some companies focus on a single segment, dedicating all aspects of their value proposition to it. Companies with multiple, independent segments might use diversification or economies of scope.
• Partner chiave (Business Model Canvas): The partner key section in a business model canvas details the entities that support the company's value proposition to its customers.
• Struttura matriciale: A matrix organizational structure has a characteristic where second-level managers don't report hierarchically to division directors. These structures typically foster collaborative behaviours and teamwork. Successful matrix organizations often require integrated management information systems. They can, however, be exposed to role conflicts.
• Burocrazie meccaniche: In mechanistic bureaucracies, support staff plays a crucial role. The middle management level is well developed whereas the core operational staff focuses on recognized best practices.
• Forme artigiane: The core operational staff in an artisan form of organization is complex, professional and sophisticated, reflecting deep expertise.
• Risorse chiave (Business Model Canvas): Competent instructors are a key resource for a ski school. Other factors, like optimal weather conditions and rising tourist interest in mountain sports, can also be relevant key resources.
• Task force: These are temporary, project-oriented committees. Typically created for unplanned situations that need immediate attention or action in a project. They differ from ongoing committees by duration.
• Value Stream (Lean Management): This is one of the five foundational actions in Lean Management. It refers to the definition and/or redefinition of product/process value.

Project Management

• Responsabilità del Project Management: Project management includes managing project time, quality levels, and client relationships, as well as employee performance within the project.
• Significato di "Director": The term "Director" in management usually implies a senior executive role, but not necessarily the President of the company; it can also signify a member of the board of directors.
• Executive vs. Non-Executive Roles: It's considered best practice to separate the roles of president and CEO (and the non-executive roles within the board of directors). Non-executive directors, especially independent directors, are critical for effective oversight of management.
• Forme gerarchico-funzionali: The mechanistic and professional bureaucracies are two common organizational types. Professional bureaucracies usually have a well-developed core operational staff that acts upon established best practices.
• Gruppi di pari: In groups of peers, members participate in decision-making; these organizations often have complex and sophisticated products and production procedures. They typically do not have a highly standardized process; however, this characteristic is not always applicable.
• Value Proposition: For an artisan clothing shop, a good value proposition would be high-quality clothes at reasonable prices.
• Struttura aziendale (manifatturiera): A manufacturing company's structure allows for easy horizontal information sharing and optimizes operational efficiency.
• Nucleo operativo: The operational core includes units involved in primary processes like procurement, production, and sales. A key characteristic is the level of autonomy for decision-making; a more autonomous operational core can better respond to exceptional needs.

Struttura Organizzativa e Processi Aziendali

• Proposta di Valore: The value proposition is one of the 12 building blocks of the business model canvas. Segmented customer groups require specific value propositions.
• Processi aziendali: Processes are made up of activities, often recurring, grouped together for an end goal.
• Struttura organizzativa (forma divisionale): A company's organizational structure (depicted in Figure 18) aims for a balance between divisional efficiency and functional effectiveness, especially when the company produces many different products.
• Project Management: The role involves input and output definition, resource management, and path identification.
• Nucleo Operativo: Within Mintzberg's model, the operational core comprises units responsible for procurement, production, and sales.
• Open Innovation: Open innovation involves incorporating external expertise and knowledge in innovation initiatives.
• Dirigenti generali: The CEO's role coordinates the top management team, and the administrator delegates are not often held by the same person. The General Manager coordinates the top first-line managers.
• Costi variabili: Variable costs increase when production volume rises.
• Integrazione orizzontale: Horizontal integration's roles manage outputs and coordinate various functional units in an organization.
• Forme organizzative semplici (imprenditoriali): In simple organizational structures, the key components often comprise only the top management and operating core.
• Adhocrazie: Adhocracy organizational designs are adaptable and flexible for dynamic environments, allowing employees broad autonomy to handle projects.
• Specializzazione per output: Output specialization in an organization prioritizes efficient task completion with a broader focus on overall results, though resource sharing might be harder.
• Sistemi di conoscenza: Knowledge management systems capture, organize, and share company knowledge.
• Business Model Canvas: The shareholder section typically appears in the cost section of the canvas - but a precise location is not always standardized.
• Dirigenti: A General Manager is a relevant figure in a hierarchical organization. The General Manager coordinates all first-line managers. The General Manager is distinct from a CEO or President (and from administrators), even if they can hold multiple positions.
• Business Unit (BU): In a manufacturing, and other industrial, structure, "production" can represent a separate business unit.
• Specialization: It emphasizes effectiveness while acknowledging that sharing resources may be challenging within some specialized contexts.
• Project manager roles: Project managers are crucial in Matrix organizations, which usually incorporate project manager roles.